‘Pink Tax’ on consumer products spurs backlash

Pink Tax on consumer products spurs backlashThere has been growing attention to securing equal pay for men and women, but all eyes are now on the “pink tax.”An investigation conducted by the New York City Department of Consumer Affairs revealed that products targeted to female consumers cost an average 7 percent more than almost identical products designed for men, reported The Orange Country Register.

This “pink tax,” as the pricing difference was dubbed, is present across industries and product types, according to the New York City Department of Consumer Affairs. The department compared almost 800 products with male and female versions from more than 90 brands sold online and in stores in the state, and found that women pay higher prices in 42 percent of cases, according to CNN Money. For instance, female razors are 11 percent more expensive than male razors, and hair care products cost an average of 48 percent more for women.

As a result of the findings, policymakers are supporting bills that would enforce fair pricing. In California, consumer and female advocacy groups have put forward Senate Bill 899, sponsored by the Consumer Federation of California, that would extend the current state law prohibiting gender-based pricing for services to also include products, reported The Orange Country Register.

Growing U.S. shale investment reviving domestic, overseas chemical industries

Growing U.S. shale investment reviving domestic, overseas chemical industriesInvestment in the U.S. chemical industry connected to shale-based sources has jumped 128.7 percent in only three years.According to the American Chemistry Council, chemical industry investment in natural gas and natural gas liquids from shale has grown to $164 billion spread across 264 projects that include the construction of new facilities and the reopening of previously closed plants. Some 40 percent of those projects are already completed or in progress and 55 percent are currently being planned.

The $164 billion in investments has the potential to create 738,000 new jobs throughout the U.S. by 2023: 69,000 jobs in the chemical industry, 357,000 in supplier industries and 312,000 in the communities where employees reside. The investment may also spur $105 billion per year in new output in the chemical industry.

The figures were announced by ACC at the event, “America’s Future Natural Gas Economy: Promoting the Next Energy Breakthrough,” held at the Hudson Institute in Washington, DC. Said ACC Senior Director of Energy Policy Owen Kean at the event:

“U.S. chemical manufacturers rely on natural gas for heat and power, and it contains ethane, an NGL that serves as our main feedstock. Dramatic supply growth has had an equally dramatic impact on U.S. natural gas prices. It’s a stunning reversal of fortune from just a few years ago, when the chemical industry was losing market share and jobs to competitors abroad.”

The increase in shale feedback is also boosting the chemical markets overseas, reported Natural Gas Intelligence. INEOS Group Ltd., a chemicals company based in Switzerland, recently announced that a manufacturing plant that had been previously shut down would be reopened late this year due to new ethane deliveries arriving from the U.S.

Zach Price and TRG Chemicals Announce Completion of Successful Engineer Search

(Richmond, VA) April 4, 2014 – The Richmond Group USA is pleased to announce the successful completion of a search for Corporate Process Engineer in Kansas City, Kansas.

Our client, an integrated manufacturer of specialty chemicals, is executing their aggressive plans to expand its product portfolio and has invested over $300M in its plant operations across the U.S. We were engaged to find a Chemical Process Engineer to provide process technical support to existing and new products and processes and share chemical process engineering support across their multi plant operations.

Zach Price and his team worked closely with our client’s Corporate Engineering Manager and HR leadership through the entire process, recruiting several great candidates for our client to interview. We were able to identify and attract a strong local candidate who is an outstanding Chemical Engineer with plant process improvement experience, capital project experience and strong technical problem solving skills. The candidate was eager to take on an expanded role and preferred to gain multi plant processes and larger capital project experience. This candidate was in the right location and has been able to step in and immediately contribute to our client’s goals.

Should you desire additional information or about our firm please contact Zach Price & TRG Manufacturing division at 804-285-2071 or email Zach at zachp@richgroupusa.com

What’s Your Plan?

In the years heading into “the Great Recession, a major concern for businesses was the coming brain drain, which would be caused by Boomers retiring in droves from the workplace, and taking with them their vast technical skills, historical knowledge, and honed industry-specific abilities.” That is a reality being dealt with by US manufactures on a more frequent basis.  While many Boomers stayed in the workforce a little longer than they had expected, a greater number are moving into retirement and leaving companies with big gaps in knowledge and experience.  Many companies were unwilling or unprepared to have defined succession plans in place.  The training and development programs that would have been provided to past generations were only sparingly continued following the last two recessions.  This is a good time to be a mid-career professional with a strong academic foundation and the good fortune to be given some additional training and responsibilities along the way.  As the older generation moves on companies are finding themselves in a desperate spot to attract these individuals to refill vacant leadership positions.

 

Bruce Peacock
Vice President of Business Development
The Richmond Group USA

Manufacturing Trends heading in to Q2

According to Bureau of Labor Statistics, Manufacturing employment took a dip in March by 29,000 jobs. Two big stories at the end of March continue to be economic growth and personal consumption growth, yet American manufacturing continued to deal with global turmoil. While March growth appears positive, including new orders according to the Institute of Supply management, it remains a soft spot for the U.S. economy. Especially with the federal rate increase and a stronger dollar around the globe, things could remain flat from last year for U.S. producers.

Construction of factories took a slight hit in February, however overall construction remains at its highest level since October 2007. This, along with durable goods spending, should continue to have a positive impact on manufacturing stability. Additionally, Presidential candidates are bringing their pitch on manufacturing investments front and center on the campaign trail.

The staffing industry continues to experience consistent manufacturing, engineering and project management requisitions, which is a positive indicator entering Q2. Experts attribute this to natural attrition, baby boomer retirements and an increase in capital investments in equipment and plant improvements will continue to drive the need for highly technical professionals.

Knowing the Cost of the Market

When talking to top talent, we spend a significant amount of time exploring what motivates candidates to make a career change. The most common areas of interest for making a change involve finding an opportunity offering more professional challenges or advancement potential. Obviously job security has been a key concern for employees since the recession. And finally location, people and money are the three common motivators for change.

We are in a candidate driven market and top talent is becoming harder and harder to find, hence the need for organizations to explore ways to improve retention. Employees have options and usually they have more than one opportunity available to them. And turnover can be quite costly for employers.

“For decades, experts in talent management have emphasized the costs that are produced by turnover. It is usually said that depending upon the complexity of the job and the level of management, the cost of turnover can equal anywhere from one month’s to several years’ salary for a departing employee. The more complex the job and the higher level of the job, the greater the cost.” (Forbes)